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Summary of Actions taken by the WorldAgroforestry Centre to the 3rd EPMR in 2006 Recommendations WorldAgroforestry Response Strategies Centre Response in 2006: ICRAF’s Board and management fully agree. We are cognizant of the need for investment in emerging sciences as part of our research 1. The Panel recommends that ICRAF portfolio, and acknowledge the panel’s reference to a number of emerging research consolidate its strategic research priorities topics deserving more investment. The completion of our strategic planning framework into a long term workable strategic plan that in 2005 and its endorsement by the Board provides the opportunity to finalize a new directs more effort towards a small number strategic plan that sharpens the Centre’s priorities, priority-setting processes, the vetting of relevant emerging research topics. of initiatives, and the definition of a smaller number of emerging research issues for long-term impact. These processes will be further developed and reviewed on a regular basis. We will examine the balance between strategic, applied and adaptive research, and develop metrics for each. And we will be conducting further scenario analyses along the lines suggested by the panel to underpin these efforts. With this clearer focus, our prime task will be to harmonise it with the dynamic operational implementation realities and opportunities Action Taken since 2006: The new strategy received Board approval in April 2008; the Hans Gregerson mini- review of December 2007 endorsed the directions taken in the new strategy. We now await additional comments from the Science Council before publication and distribution of the strategy. Progress achieved: Completed 2. The Panel recommends that an Centre Response in 2006: The Board and management fully agree. We recognize the analysis be undertaken of the likely impacts importance of defining the Centre’s role as a partner in large development-oriented of involvement in large development projects, and will exercise greater care in defining and articulating the linkages between Recommendations WorldAgroforestry Response projects, including the Millennium Villages development-support and our strategic research. Our participation in development Projects, on ICRAF’s overall balance projects generates international public goods. The guiding principle is that ICRAF does between research and development, staff research for development, not development itself. We will develop a new policy commitments and administrative costs; it is guideline and practical implementation plan for ICRAF’s future involvement with also important to ensure that projects with development partners. We will review our involvement in the Millennium Research restricted funds be aligned with ICRAF’s Villages Project to examine scientific and financial risks. We recognize, however, that strategic research goals the project has the potential to develop a major new methodological approach for achieving the Millennium Development Goals. This approach involves elucidating a framework for integrated rural development in Africa based on the CGIAR’s platform of INRM. Action Taken since 2006: The Gregerson review of 2007 endorsed the Centre’s new modalities of science involvement with development projects, and noted that the Centre’s approach could be a model for the CGIAR system in this area. The Centre’s involvement with the Millennium Villages Project has been modest and has deployed the new modalities that are being used as the basis for all such engagements. Implementation of Centre science through development projects will continue to be reviewed regularly through the Centre’s Science Quality Group and the Board review processes, including future CCERs. Progress achieved: Completed Regions and Systemwide programs Centre Response in 2006: ICRAF accepts the need to focus its regional efforts to ensure strategic research impacts. The Board has already initiated a number of steps in 3. The Panel recommends that ICRAF this direction, and has approved a decision to integrate our Sahelian and African Humid merges its South Asia and South East Asia Tropics Regional Programmes into a West and Central Africa Regional Programme. The Recommendations WorldAgroforestry Response programs into an Asia Region, with liaison Programmes Office will examine further ways to balance the need to meet our mandate units posted in India and China with clearly in diverse environments with considerations of operational efficiency. The Centre will stated roles engage in a thorough analysis to determine the full implications of the Panel’s recommendation to consolidate work in the two Asian regions, taking into consideration other viable options, as well as the views of our partners at the national and subregional levels in South and Southeast Asia. Action Taken since 2006: Programmatic alignment between the two regions has been achieved through the Strategic Plan by early 2008, and formal inter-regional planning processes have now been established. Of even greater importance to the Centre is the possibility for programmatic and administrative alignment in these regions with CIFOR; a joint CCER with CIFOR has been commissioned on this topic by the two Boards for implementation in 2008. Progress achieved: Completed 4. The Panel recommends that ICRAF Centre Response in 2006: Latin America in April 2005. Three options were reviewed ceases to maintain Latin America as a in depth at the Board of Trustees meeting in January 2006, including the solution Region but instead retains a liaison unit indicated by the Panel. The panel’s recommendation is the favored option, to be there, associated with the Amazon Initiative implemented through the process of establishing the business plan of the forthcoming Amazon Initiative Ecoregional Program. Decisions on this issue will be finalized after necessary consultations with AI partners Action Taken since 2006: Completed 2007 with the alignment of all World Agroforestry Centre work in Latin America under the auspices of the Amazon Initiative. Recommendations WorldAgroforestry Response Progress achieved: Completed 5. The Panel recommends that ICRAF Centre Response in 2006: We agree. ICRAF and ASB partners look forward to maintains its role in ASB. The Panel concurst working closely with the CGIAR secretariat, the Science Council, and other partners to s hat the capacity developed in ASB should ecure necessary funding to sustain and strengthen this valuable global platform. be sustained and strengthened to maintain agl obal platform in which ICRAF’s innovative Action Taken since 2006: research can be validated and implemented Completed in 2007; a new ASB Coordinator was appointed, a new strategic direction for the Programme was approved by the Global Steering Group (GSG), the World Agroforestry Centre DG was elected as Chair of the Global Steering Group. ASB was also recommended to continue as SWEP. It will work closely with CIFOR on the successful development of the REDD agenda for the tropical forest margins. Progress achieved: Completed 6. The Panel recommends that The CGIAR Centre Response in 2006: We agree. AHI is both a CGIAR Systemwide Programme commission an external review of the AHI and a network of ASARECA. We support the commissioning of an external review of Systemwide Program to seek answers AHI that could be implemented as a review jointly-commissioned by the CGIAR and to the questions raised by the Panel and ASARECA. We will consult with ASARECA on this. The Executive Secretary of make recommendations on the future role of ASARECA is a member of the ICRAF Board. We will initiate discussions with donors ICRAF in the AHI and other stakeholders on the issue. We recognize that AHI can do more to articulate its role in the development of IPGs, and to illustrate how these methods have led to impact in benchmark sites. An internal impact assessment of AHI is already scheduled for 2006, and will complement the external review. Action Taken since 2006: Correspondence with the Secretariat and Science Council indicated a formal CGIAR review was ill-timed given withdrawal of support of SWEP funding and CGIAR Recommendations WorldAgroforestry Response reforms. AHI programme elements of ICRAF has since been merged with the East Africa Regional programme to build on existing strengths and synergies. Progress achieved: Completed Governance and Management Centre Response in 2006: ICRAF’s policy manual has explicit and detailed processes for pursuing disciplinary measures, and these will be further clarified where any 7. The Panel recommends that ICRAF ambiguities exist. The Board and management will continue to vigorously implement Board and management strictly enforce their these policies. The Centre will move to ensure that when such cases come to our “zero‐tolerance” approach to staff and attention they will be resolved as soon as possible and within a maximum of three service providers who transgress the rules months whenever possible. We recognize that we have not shared our decisive action in and procedures governing the use of the some cases with all staff and this will be remedied in future. The Internal Audit Unit Center’s resources, taking prompt, decisive a has a strong mandate to guide and manage this aspect of our personnel policy. Where nd unambiguous action when malfeasance ha there is credible evidence of malfeasance staff members will be immediately suspended s been established; the results should be com during investigation of the case. municated (with appropriate safeguards) to al l Center staff and other parties affected. Action Taken since 2006: Completed in 2006. New Code of Conduct and whistle-blowing policies were adopted and communicated to all staff. The Centre’s zero tolerance approach has continued to be applied, but with faster application in all cases arising. Progress achieved: Completed 8. The Panel recommends that major Centre Response in 2006: We welcome this recommendation. ICRAF has made risk factors be discussed thoroughly at the significant progress in developing its risk management system, and is further BoT level and risk management becomes a st strengthening it under the guidance of the CGIAR Internal Audit and the Centre’s anding agenda item for each session of the Internal Audit Unit. Risk management has become and will continue to be a regular full BoT agenda item at every Board meeting. Recommendations WorldAgroforestry Response Action Taken since 2006: Completed in 2006; Board responsibility for risk management signed annually by the full Board, reports by management are discussed in detail by the Audit Committee and reviewed by the full Board at every meeting. Progress achieved: Completed 9. The Panel recommends that a review Centre Response in 2006: We accept this recommendation, and will commission such by the CGIAR audit unit of ICRAF a review by the CGIAR Internal Audit Unit. management’s BoT secretariat policies and management’s procedures including, but not Action Taken since 2006: limited to, the production and dissemination Completed in 2006. The recommendations were adopted by the Board in 2007. of documents for all board meetings, to provide a foundation for the most expeditious Progress achieved: Completed possible improvement programme. 10. The Panel recommends that ICRAF Centre Response in 2006: We fully support this recommendation. The SLT has engage the services of an independent, already embarked on such a process. This will now be extended to the top three levels appropriately qualified and experienced of senior management. We believe that the inputs of a management consultant will management consultant to work with the provide valuable support to ICRAF to clarify the respective roles and responsibilities of three most senior levels of management to all management personnel. clarify and strengthen their respective roles and responsibilities, and to establish Action Taken since 2006: appropriate managerial processes Coaching programme was implemented throughout 2006 and completed in 2007. A new senior leadership team has been instituted in 2008. The final report of the executive coach is discussed below. Progress achieved: Completed. Recommendations WorldAgroforestry Response 11. The Panel recommends that ICRAF urgently recruits a qualified and experienced Centre Response in 2006: We agree that this is important and urgent. Our recent professional Human Resources manager, experiment to manage our complex human resources with a nationally-recruited whose training and experience cover the professional did not produce the desired result. We are currently recruiting a fully- entire spectrum of HR services, including qualified and experienced HR manager to provide vigorous, innovative leadership staff management, staff development, but across the full range of HR services. also compensation and benefits. Action Taken since 2006: New HR Manager was appointed in 2007. HR policies and practices are being aligned with ILRI. Discussions are in progress with ILRI for their new HR Director to lead in developing the joint higher-order HR strategic issues between the two Centres. Progress achieved: Completed 12. The Panel recommends that ICRAF Centre Response in 2006: The response to this recommendation will be addressed appoints a suitably qualified and experienced jointly with the response to recommendation 15. Chief Operations Officer (at the level of ADG‐Operations) with overall responsibility Action Taken since 2006: for Financial Services, Human Resources, Completed in 2007; a new Director of Finance and Operations was appointed to SLT in Operations, a Joint Services Unit to be 2007; HR oversight is with the DDG; Joint Services alignment with ILRI has been established with ILRI and all other proceeding smoothly since 2006. administrative services. Progress achieved: Completed 13. The Panel recommends that the Centre Response in 2006: We agree with the intent of this recommendation to focus Office of Strategic Initiatives be repositioned the Office’s role principally on strategic resource mobilization and external relations, as a unit reporting directly to the DG and including our partnerships and alliances. This office also spearheads our linkages with Recommendations WorldAgroforestry Response assisting the Office of the DG principally in international policy, science dialogues and our strategic planning processes. The Board resource mobilization and external relations. and management will fully reflect on the ways that these functions can be further strengthened, within the context of any eventual structural changes. The Director of Strategic Initiatives is a position with leadership responsibilities that the Board has endorsed at the SLT level. The position already reports directly to the DG and will continue to do so, while sustaining strong connections to the global themes and regional programmes. Action Taken since 2006: Completed in 2007. Progress achieved: Completed 14. The Panel recommends that a Joint Centre Response in 2006: We agree, and are currently pursuing the establishment of a ICRAF‐ILRI Corporate Services Unit be joint services platform with ILRI in the context of the Eastern and Southern Africa MTP established as soon as possible, including process. Naturally, the composition of any joint ICRAF/ILRI Services Unit is a matter IT, Research Support and Communications that will require sustained discussion and agreement with ILRI. The IT Unit is already a joint resource of the two Centres. Research Support is currently in advanced stages of implementation as a joint resource. The possibility of managing Communications and other corporate and research services in this way will also be considered. Action Taken since 2006: Completed for the joint IT Unit in 2007; completed for the Research Methods Group in 2007; a new Communications Director was recruited in 2007, and use of the CGIAR Media Unit at ILRI has recommenced. Progress achieved: Completed Recommendations WorldAgroforestry Response 15. The Panel recommends that ICRAF Centre Response in 2006: This response relates to both recommendations 12 and 15. moves to the following revised organizationa We understand and agree with the broad intent of these recommendations to further lstructure and staffs it appropriately. clarify roles, improve corporate services, consolidate units, and strengthen the cohesion of cross-unit linkages. The Board and management will fully analyze the advantages and disadvantages of the proposed structure and modifications or other alternatives that may meet the intent of this recommendation. We believe that final organizational changes should be derived from the informed knowledge and insights that Board and management obtain from these analyses. Action Taken since 2006: Completed 2006, and has been further refined with the installation of the new SLT in 2008. The Board reviewed and approved each stage of the restructuring processes in 2006, 2007 and 2008. Progress achieved: Completed.
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